New tools are rarely rejected because they are bad. They are rejected because the conditions for using them were not in place.
If the team does not see the problem the tool solves, it will find workarounds. Not out of stubbornness, but because the old way still seems faster.
Dropping a new tool into an existing process rarely works. The process has to change too. Without that, the tool becomes an extra step, not a replacement.
Training sessions happen once. Usage is assumed to follow. Without a clear owner and a way to see whether the tool is actually being used, adoption quietly fades.
It is rarely about better training. It is usually about three things.
Not what it does, but what problem it was bought to solve. If the team understands that, they have a reason to use it.
The tool should sit where the work already happens, not be a separate step that requires discipline to remember.
Not surveillance. Just enough visibility to know whether the tool is doing its job, and who to talk to when it is not.
If the same tool has been introduced more than once, or if you are not sure whether the current one is actually being used, that is a good starting point for a conversation.
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